Miami City Ballet, Inc.Project Title: General Program Support 2020

Grant Number: 20.c.ps.101.302

Date Submitted: Thursday, May 31, 2018

A. Cover Page Page 1 of 10

Guidelines Please read the current Guidelines prior to starting the application: 2019-2020 General Program Support GrantGuidelines

Application Type Proposal Type: Discipline-Based Funding Category: Level 3 Discipline: Dance Proposal Title: General Program Support 2020

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B. Contacts (Applicant Information) Page 2 of 10

Applicant Information

a. Organization Name: Miami City Ballet, Inc.

b. FEID: 59-2578534

c. Phone number: 305.929.7000

d. Principal Address: 2200 Liberty Avenue Miami Beach, 33139-1641

e. Mailing Address: 2200 Liberty Avenue Miami Beach, 33139-1641

f. Website: www.miamicityballet.org

g. Organization Type: Nonprofit Organization

h. Organization Category: Other

i. County: Miami-Dade

j. DUNS number: 186797403

Grant Contact *

Additional Contact *

First NameMichele

Last NameScanlan

Phone305.929.7000 Emailmichele@miamicityballet.org

First NameBrenda

Last NameKrebs

Phone305.929.7000

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Authorized Official *

National Endowment for the Arts DescriptorsApplicant Status

Organization - Nonprofit

Institution Type

Performing Group

Applicant Discipline

Dance

Department Name

Emailbrenda@miamicityballet.org

First NameLourdes

Last NameLopez

Phone305.929.7000 Emaillourdes@miamicityballet.org

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C. Eligibility Page 3 of 10

What is the legal status of the applicant? *

Public Entity

Nonprofit, Tax-Exempt

Solo or Individual artists or unincoporated performing company

Other (not an eligible response)

Are proposed activities accessible to all members of the public? *

Yes (required for eligibility)

No

Do proposed activities occur between 7/1/2019 - 6/30/2020? *

Yes (required for eligibility)

No

How many years of completed programming does the applicant have? *

Less than 1 year

1-2 years

3 or more years (required minimum to request more than $50,000 in GPS)

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D. Excellence Page 4 of 10

Applicant Mission Statement - (Maximum characters 500.) *The mission of Miami City Ballet (MCB) is to produce and present the highest level of dance performancesin Florida, the U.S. and abroad; train young aspiring dancers; and develop Miami City Ballet School into aleader in dance education.

Proposal DescriptionDescribe the project or program for which you are requesting funding. Include goals, fully measurableobjectives, activities, partnerships/collaborations, and a timeline. If you are an LAA or SSO, please include astatement that describes the services provided to your audience (including membership) and how thoseservices are provided.

Goals, Objectives, and Activities - (Maximum characters 5000.)Goals: Broad statements that are usually general, abstract, issue oriented with realistic priorities. Goals are along-term end to which programs and activities are developed and should reflect the organization’s missionstatement. Goals can be listed in priority order and ranked.

Objectives: Specific, measurable ends that are achievable within a time frame and mark progress towardsachieving goals.

Activities: These are the specific activities that achieve the objectives.

At the heart of everything Miami City Ballet does is the firm belief that dance can transcend boundaries,change lives, and transform communities. A $150,000 grant to support MCB’s diverse roster of dancers willhelp make four areas of transformation possible in 2019/20: national leadership in genre-defining artistry;premier training; expanded reach; and improved organizational capacity. NATIONAL LEADERSHIP Goal: Use MCB’s stature as a national dance leader to produce the highest quality programming, bringinggreat works to MCB’s home audiences in Miami-Dade, Palm Beach, Broward, and Collier Counties.

Objectives:

Preserve ballet masterworks, with a focus on George Balanchine’s canon, while exposing audiencesto wide-ranging choreography.Commission new works by important choreographers.Establish consistent national touring.

Activities:

MCB premiere of Alexei Ratmansky’s acclaimed Swan Lake, which made its triumphant 2016 worldpremiere in Zurich. MCB will be the first U.S. company to perform this work.Five additional MCB premieres: Hallelujah Junction (Martins/Adams), Glinka Pas de Trois(Balanchine/Glinka), After the Rain (Wheeldon/Part), Bach Partita (Tharp/Bach) and I’m OldFashioned (Robbins/Gould).Reach nearly 100,000 patrons in four diverse repertory programs and MCB’s new GeorgeBalanchine’s The Nutcracker®, with costumes/sets by Isabel and Ruben Toledo, which made its

world premiere to rave reviews in Los Angeles in 2017.Tour engagements in Los Angeles for the new Nutcracker. Success indicators: addition of new works, number of tours, and coverage by national media, suchas The New York Times, Los Angeles Times, The Wall Street Journal, Dance Magazine, and PointeMagazine, with reviews providing insight into critical reception of MCB’s performances, dancers, andprogramming.

PREMIER TRAINING Goal: Develop Miami City Ballet School into a premiere training academy.

Objectives:

Expand and strengthen faculty/curriculum.Explore viability of satellite locations in Miami-Dade and Palm Beach Counties.Raise standards/selectivity and expand recruitment.Expand scholarships for talented students of diverse backgrounds, particularly through multi-yearcommitments.

Activities:

Continue developing faculty/curriculum through comprehensive teacher training, syllabus review andaddition of distinguished faculty, all led by Director of Faculty and Curriculum Aranxta Ochoa.Strengthen the robust men’s program and develop versatile dancers specialized in the Balanchinestyle for which MCB is renowned.In July 2018, MCB School expanded its Palm Beach Summer Dance Camp (PBSDC) to provide 50children, ages 9-12, from traditionally underserved schools with a three-week introduction to dance.MCB will use PBSDC to explore the viability of establishing satellite locations.Increase selectivity/scholarship awards to lift overall quality and reflect South Florida’sexcellence/diversity. Tools such as the Audition Tour (visiting 17 U.S. cities and several in SouthAmerica each year), help MCB School build its diverse, inclusive student body while addressingissues of economic inequality through tuition and housing scholarships valued at $500,000+ in2019/20 for 150+ students in need.Success indicators: increased faculty/student ratio, personalizing training; expanded PBSDC forunderserved children in Palm Beach County; improved student technique, skills, and artistry,enabling more to pursue careers at MCB, other companies, and top universities.

EXPANDED REACH Goal: Expand audiences/community engagement through MCB’s Share the Dance programs.

Objectives:

Expand outreach/education programs with a focus on inclusivity, accessibility, and diversity.Expand audiences through enhanced marketing, data insights, and development of digital platforms.Expand partnerships with public schools, arts organizations, and neighborhood initiatives.

Activities:

Ballet Bus is a national model for performing arts education, offering 40 students from Title 1Schools up to 10 years of full scholarship training at MCB School.Ballet for Young People, in partnership with the Cultural Passport Program of Miami-Dade CountyPublic Schools, offers free interactive educational performances for 7,100+ children, with sensory-friendly components to reach those with autism spectrum disorders.Explore Dance brings MCB School faculty into classrooms to teach 40+ 1st-2nd graders.Complimentary Ticket Program distributes 6,100+ free tickets.

Touch Tours for the visually impaired.Success indicators: increased program numbers and students’ years of participation.

ORGANIZATIONAL STRENGTH Goal: Secure MCB’s organizational capacity/sustainability.

Objectives:

Increase board engagement/diversity/fundraising.Initiate transformational, sustainable funding strategies.Strengthen administrative capacity through improved organizational culture/efficiency.

Activities:

New MCB leadership with Kristi Jernigan becoming Board Chair in May 2017 is successfullyimplementing MCB’s new strategic plan, created in collaboration with The Alford Group. Data-drivenpatron loyalty strategies developed with TRG Arts already are bearing fruit in 2017/18. Ms.Jernigan’s steady guidance has dramatically improved board engagement, increased Board diversityto reflect South Florida’s varied cultures, and enhanced fundraising. With 47 members, MCB’s Boardof Trustees recently elected two of ethnic diversity to its Board of Directors, ensuring diversity atMCB’s highest leadership level.Invest in world-class administrative, marketing, and outreach leadership in order to continue toinnovate, create and explore new ways to connect South Florida’s diverse communities and culturesthrough the transformative power of ballet; invest in meticulous staff training at all levels to ensurethe heightened engagement that dance is capable of igniting in our community.Success indicators: Increased board engagement, increased retention of top staff, and achievementof goals in MCB’s strategic plan.

Partnerships & Collaborations - (Maximum characters 2000.)Describe any partnerships and/or collaborations with organizations directly related to the Specific CulturalProject (SCP) or General Programing (GPS). Discuss the responsibilities and benefits of the relationship andwhether any formal agreements are in place.

ARTISTIC: Each year, MCB works with several national peer organizations to produce and present itsartistic programming. Examples of recent collaborators include The Music Center in Los Angeles (the 2017premiere of MCB’s new production of George Balanchine’s The Nutcracker®) and the Harris Theater forMusic and Dance in Chicago (a 2017 MCB commissioned work by Brian Brooks, which made its worldpremiere in Miami in the spring of 2018 and will be performed on tour in Chicago in the fall of 2018). MCBworks closely with choreographers, répétiteurs and artists across multiple disciplines to ensure that balletsare presented as intended by their creators. Long-standing relationships include George Balanchine Trust,Robbins Rights Trust, Justin Peck, Alexei Ratmansky, Paul Taylor, Twyla Tharp, fashion designers MicheleOka Doner and Isabel Toledo, artist Ruben Toledo, projection designer Wendall P. Harrington, andAmerican playright and actor Tarell Alvin McCraney.

SCHOOL: MCB School partners with professional companies throughout the U.S. for its audition tour,including Boston Ballet, School of American Ballet, University of North Carolina School of the Arts, SanFrancisco Ballet, and Orlando Ballet. International partners include dance schools in Brazil. The Universityof Miami provides dorms for student housing and meal plans during the 5-week Summer Intensive.

COMMUNITY ENGAGEMENT: The Miami-Dade, Broward, and Palm Beach County Public Schoolsystems are key partners on projects such as Ballet Bus, Ballet for Young People, and Explore Dance. Theschool systems help fill the theaters for free performances, while also promoting audition opportunities forMCB’s dance training programs such as Explore Dance and Ballet Bus. Each season, MCB works withcommunity agencies to distribute more than 6,100 free tickets to performances. Examples include theFantasy Theater Factory, Children’s Home Society, Children’s Cancer Caring Center, Greater HollywoodYMCA, Miami Beach Senior Center, and Jewish Community Services. Each year, the Miami-Dade CountyDepartment of Cultural Affairs (MDCDCA), working in collaboration with Miami-Dade County PublicSchools’ Cultural Passport Program presents a Ballet for Young People performance at the Miami DadeCounty Auditorium as part of the All Kids Included Program. This is a sensory-friendly performance forchildren with autism spectrum disorders.

Timeline - (Maximum characters 2000.)List timeline of activities during the grant period.

NOTE: Programming and performance dates are tentative and may shift, vary per county, or be replacedby similar productions. *Company Premiere PROGRAM ONE *Hallelujah Junction (Martins/Adams) *Glinka Pas de Trois (Balanchine/Glinka) *After the Rain (Wheeldon/Part) Bouree Fantasque (Balanchine/Chabrier) Adrienne Arsht Center for the Performing Arts of Miami-Dade County (ACPA): October 18-20, 2019 Broward Center for the Performing Arts (BCPA): October 26-27, 2019 Kravis Center for the Performing Arts (KCPA): November 8-10, 2019 GEORGE BALANCHINE’S THE NUTCRACKER® (Balanchine/Tchaikovsky) BCPA: December 5-8, 2019 ACPA: December 13-24, 2019 KCPA: December 27-30, 2019 PROGRAM TWO Square Dance (Balanchine/Vivaldi-Corelli) Piazzola Caldera (Taylor/Piazolla) Symphonic Dances (Ratmansky/Rachmaninoff) ACPA: January 10-12, 2020 KCPA: January 17-19, 2020 BCPA: January 25-26, 2020 PROGRAM THREE *Swan Lake (Ratmansky/Tchaikovsky) ACPA: February 14-16, 2020

KCPA: February 21-23, 2020 BCPA: February 29-March 1, 2020 PROGRAM FOUR Scotch Symphony (Balanchine/Mendelssohn) *Bach Partita (Tharp/Bach) *I’m Old Fashioned (Robbins/Gould) KCPA: March 20-22, 2020 ACPA: April 17-19, 2020 BCPA: April 25-26, 2020 ON TOUR Artis Naples: October 22, 2019 Artis Naples: January 28, 2020 Artis Naples: March 31, 2020 OPEN BARRE: Discussion-based performance program held twice a year at Lynn & Louis Wolfson, IITheatre, which is MCB’s in-house, 200-seat studio theater. BALLET FOR YOUNG PEOPLE: Six free performances in Miami-Dade, Broward, and Palm BeachCounties. Interactive educational performance programming is designed for children and families. November 2019-April 2020 EXPLORE DANCE: 25-week ballet training in Title 1 schools, concluding with and end-of-yearperformance. November 2019-May 2020 MCB SCHOOL Full-Year Session September 2019-May 2020 Five-Week Summer Intensive Program (ages 9-18) June-July 2019 Six-Week Children’s Summer Intensive Program (ages 3-8) June-July 2019 Palm Beach Three-Week Summer Dance Camp (ages 9-12) June 2019 Two-Week Summer Choreographic Intensive Program August 2019

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E. Impact Page 5 of 10

InstructionsDo not count individuals reached through TV, radio, cable broadcast, the Internet, or other media. Include actualaudience numbers based on paid/free admissions or seats filled. Avoid inflated numbers, and do not double-count repeat attendees.

Applicants to the UCCD Salary Assistance category should calculate the number of individuals benefittingbased on the number of jobs the grant funds in the application is supporting. If it is only one (1) position, thenthe number of individuals benefitting should be one (1).

What is the estimated number of proposal events? *

39

What is the estimated number of opportunities for public participation? *

153

How many Adults will be engaged? *

83,203

How many school based youth will be engaged? *

7,949

How many non-school based youth will be engaged? *

22,943

How many artists will be directly involved? *

173

Total number of individuals who will be engaged?

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Select all categories that make up 25% or more of population directly benefitting(excluding broadcasts and online programming): *

No single age group made up more than 25% of the population directly benefited.

Select all categories that make up 25% or more of population directly benefitting(excluding broadcasts and online programming): *

Hispanic/Latino White

Additional impact/participation numbers information (optional) - (Maximumcharacters 500.)Use this space to provide the panel with additional detail or information about the impact/participation numbers.

Impact and participation numbers are based upon actuals from MCB’s most recently completed fiscal year(FY18) and projections for the 2019/20 Season in situations where FY20 projections will be more accuratedue to known program changes (e.g., MCB knows it will present more events than in the previous year).Data is collected using drop counts for all ticketed programs, enrollment reports for education and outreachprograms, workforce demographics, and other sources.

In what counties will the project/program actually take place?Select the counties in which the project/programming will actually occur. For example, if your organization islocated in Alachua county and you are planning programming that will take place in Alachua as well as thesurrounding counties of Clay and St. Johns, you will list all three counties. Please do not include countiesserved unless the project or programming will be physically taking place in that county. State ServiceOrganization applicants: Select all counties that will be served by your programming.

Broward Collier Miami-Dade Palm Beach

Proposal Impact - (Maximum characters 3500.) *Describe the economic impact of your organization as a whole and of the proposal in particular on your localcommunity. Include a description of your proposal's education and outreach activities.

Organizations: Include the economic impact of your organization as a whole.

Solo Artists: Include any positive social elements and community engagement anticipated from the project.

ECONOMIC IMPACT

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The 2019/20 season marks Miami City Ballet’s 34th year as a cultural ambassador for the State of Florida,bringing widespread recognition to Florida’s cultural exports and their tremendous benefits to the localeconomy. With MCB’s performance season taking place concurrently with Florida’s peak tourism months,MCB is uniquely positioned to generate substantial economic activity. MCB’s 2017/18 Season, the mostrecent one for which economic research by outside organizations has been completed, is estimated tohave generated a total industry impact of $19.1 million in expenditures and event-related spending andmore than $960,000 in state government revenue (Arts & Economic Prosperity V).

MCB employs more than 130 artistic and administrative staff and contracts with local musicians,stagehands, restaurants, hotels, and other local businesses. Of MCB’s 2017/18 season audiences,approximately 11% came from out of state, with 4.4% visiting from other countries, who stay in local hotels,dine at restaurants and attend other entertainment and sporting events that generate substantial economicactivity. MCB School students and their parents come from around the world to attend the SummerIntensive and Year-Round training programs, staying at local hotels and rental properties for upward of fiveweeks and contributing to the local economy through dining, entertainment, and other expenses.

EDUCATION AND OUTREACH IMPACT

In 2019/20, MCB’s Share the Dance: Community Outreach and Educational Initiatives will serve a large,diverse, and inclusive population through programs such as:

Ballet Bus – Launched in 2015 in collaboration with Miami-Dade County Public Schools andSuperintendent Alberto Carvalho, Ballet Bus levels the playing field in performing arts participationfor youth from disadvantaged socio-economic backgrounds. The program provides children fromTitle I Schools with up to 10 years of bus transportation, full-tuition scholarships, dance attire,healthy snacks, and mentoring. In 2019/20, an estimated 40 students will participate in Ballet Bus,with many entering their 5 year of training.MCB School Scholarships – MCB provides more than 150 students with tuition and housingscholarship support. Many scholarship recipients, including those who would have otherwisestruggled to afford training, have gone on to dance with the world’s most prestigious companies.Ballet for Young People – Reaching more than 7,100 annually, BFYP is a free performance seriescreated for children from underserved communities to experience the thrill of classical ballet throughan interactive lecture demonstration followed by a repertory performance. Students engage in pre-performance classroom activities guided by MCB’s teacher’s guide and take home an educationalprogram guide with fun activities. The colorful BFYP educational guide opens up into a beautifulposter for children to display at home or in the classroom.Explore Dance – MCB School faculty bring free weekly ballet classes into MDCPS classrooms withExplore Dance for 1 and 2 grade students from two Title 1 schools – where 80%+ of studentsreceive free and reduced-price lunch. The program reached 40+ youth in 2017/18.Other MCB Share the Dance programs include the Community Complimentary Ticket Program,which provides more than 6,100+ free tickets for community organizations to attend MCBperformances; the Open Barre performance and behind-the-scenes discussion series; Behind theBallet pre-performance talks; and Touch Tours for patrons with visual impairments.

Marketing and Promotion - (Maximum characters 3500.) *Describe the marketing/promotion/publicity plans and audience development/expansion efforts as related to theproposal. For example, include information on advertising, social media, collaboration with local organizations,brochures, etc.

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FY20 marketing will continue focusing on MCB’s position as an internationally acclaimed dance companyand leading South Florida arts ambassador. Following comprehensive consultancy with TRG Arts in FY17,MCB continues pursuing data-driven plans to increase patron and subscription loyalty, complementing newstrategies outlined in MCB’s five-year strategic plan for marketing and the use of new technological anddigital platforms to broaden reach and visibility while developing new audiences.

ORGANIZATION

In FY20, MCB will implement more data-driven strategies to build long-term sustainable revenue andpatron loyalty by continuing to analyze patron behavior and outline clear plans for demand/revenuemanagement and patron relationship building, supported by budgeting, cost-of-sale analysis, and salesmanagement to ensure audience development.

BRANDING/CREATIVE

In FY19, MCB hired Chief Marketing Officer Julii Oh, who brings to MCB 14 years of expertise working atthe New York Philharmonic. Leading all MCB marketing, she will oversee work with WOW MKTG, amultidimensional firm in Coral Gables, with clients such as Adrienne Arsht Center, Jackson HealthFoundation and Univision. MCB’s in-house assistant marketing director, graphic designer andphotographer/videographer team with WOW to allow for greater speed and flexibility in meeting design andvisual needs.

PUBLICITY

Previews: Miami Herald, El Nuevo Herald and Artburst routinely preview MCB performances. Glossymagazine previews include Culture Owl, Miami Modern Luxury and Selecta. Local outlets such as NBC6-TV and WLRN radio also preview MCB performances. In 2017, the world premiere of MCB’s newNutcracker® with costumes/sets by Isabel and Ruben Toledo generated impressive national coverage,including that of The Los Angeles Times.

Reviews: Artburst, Miami Art Zine and Dance View Times review every program. Major newspapers likeThe New York Times and Los Angeles Times commit to one review per season. In FY18, The Wall StreetJournal gave rave reviews of MCB’s new Nutcracker. MCB’s Jerome Robbins’ Centennial Celebrationgarnered high praise, with Palm Beach Post Critic Susan Fulks writing, “After seeing countless balletprograms that attempt to cover all of the dance-genre bases in one evening, this all-Robbins program is arefreshing plunge into the deep end of one artist’s astounding body of work. One becomes immersed in thechoreographer’s world, enabling an appreciation of his love of Frédéric Chopin, his effortless partnering,and the choreographic conventions he used to communicate the human experience to his audiences.”MCB’s debut at Spoleto Festival USA in 2018 earned stellar reviews in The Post and Courier: “Never haveI seen this movement (in Walpurgisnacht Ballet) performed with equal precision and vigor, a true testamentto the strength and tenacity of Miami City Ballet’s corps de ballet.”

Outreach: MCB reaches out to press regarding community-based stories on Ballet Bus, Explore Dance,Ballet for Young People, scholarship students and positioning Artistic Director Lourdes Lopez as acommunity and industry leader.

AUDIENCE DEVELOPMENT

In FY20, MCB will continue enhancing audience development through social media and the Company’ssignificant online presence. MCB’s digital media specialist continues increasing engagement, with TheNew York Times commenting, “there’s no better ballet company to follow on Instagram, with its perfectlychosen miniature film clips of repertory and individual ballet steps.”

MCB has been extremely successful in building a significant social media presence: 61,700 Instagramfollowers, 199,677 Facebook likes, and 26,400 Twitter followers. In 2019/20, MCB will continue to followsocial media strategies that increase awareness of MCB’s programs, connect with audiences, and drivewebsite traffic. Strategies include: dancer takeovers that provide exclusive, backstage footage;collaborations with groups outside of the art form (e.g., the 2017 video of Principal Soloist Nathalia Arjateaching ballet to NFL superstar Rob Gronkowski, which reached 13.8 million Facebook views); and paidsocial media strategy that ensures MCB reaches its intended audiences.

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F. Management and Operating Budget Page 6 of 10

Fiscal Condition and Sustainability - (Maximum characters 1750.) *Describe the fiscal condition of the organization as it relates to the successful completion of the proposal. Alsodescribe plans to sustain the proposal activities after the grant period.

MCB has made great strides in the past 3 years, with 2015-16 being one of MCB’s most financiallysuccessful years, due to securing more than $9.2 million in contributed revenue and $5.39 million in ticketrevenue. Diligence to improve administrative capacity led MCB to achieve what it never had before –financial stability.

In FY17, MCB continued with sustained growth, with commitments of $1.5 million from 2 Trustees overthree years, $500,000 from Ford Foundation, and $500,000 from Knight Foundation. MCB’s annual galadrew 400+ attendees, raising $1 million. Subscription renewals achieved 95% of revenue goal and 98% ofunit goal; group sales increased 10%. Audited financials for the year ending April 30, 2017 showed apositive change in net assets of $1.9 million. Working capital at the end of FY17 was $858,532, an MCBmilestone after 10 years of negative working capital in the Financial Statement Audit.

Long-term commitments secured in FY18: $4.3 million raised by Trustees; $500,000 from Ford Foundation;$345,298 from Knight Foundation. A new Nutcracker campaign exceeded goal by 23%, raising nearly $2.5million. A new capacity-building campaign resulted in commitments of $3.5 million, with $2 million directedto FY18 and $1.5 million allocated over the next 3 years. MCB projects a positive surplus of $1,259,059which will be used to replenish unrestricted net assets.

Major commitments for FY19-20: two foundations have invited MCB to submit for 3-year commitmentswhich, if granted, would result in $3.75 million; the February 2019 gala is headed by two co-chairs who arealready pursuing commitments toward a goal of $900,000; the renewal rate of annual donor support at theArtist’s Circle level which is the largest group of individual givers, has already surpassed the FY19 goal.Commitments for the 2019/20 season include a $1 million pledge from an anonymous donor for the USpremiere of Swan Lake.

Along with a new strategic plan launched in 2017, MCB will continue to focus on securing the Company’slong-term sustainability through increased board engagement, transformational fundraising strategies, andstrengthened administrative capacity.

Evaluation Plan - (Maximum characters 1750.) *Briefly describe your methods and processes for gathering, analyzing, and reporting data to evaluate yourprogramming with the purpose of improving, deciding to continue, or stopping.

MCB’s qualitative and quantitative evaluation methods to analyze donor engagement, audienceparticipation, and attendance include:

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Tracking of fundraising progress – including donor number, member number, and fundraising growth– signals donor engagement and investment in MCB’s artistry and programs.

Patron surveys via SurveyMonkey and in person during all four repertory programs and Nutcrackerperformances measure audience demographics and attendance. Response rates have grownsteadily as patrons and supporters become more comfortable with online data sharing.

Social media platforms promote brand awareness and build audience engagement while allowingMCB to gauge interest and purchasing trends through post-performance analytics. These platformsassist in evaluating public perception of MCB, with each platform representing a uniquedemographic population (e.g., 43% of MCB’s Facebook followers come from Brazil and Mexico).

Ticket sales and subscriptions demonstrate how programming is received; historical drop counts forall repertory performances and outreach initiatives are measured against the current season’s toassess best practices for modifying and developing future programming.

Volume of ticket purchases or inquiries following promotions and ads provides insight into thesuccess of the corresponding ad medium and its placement (e.g., print ads vs. TV/radio ads).

Press and reviews provide insight into critical reception of MCB’s repertory programs, including thestrength of dancers’ performances and the quality/structure of each program.

Surveys and response letters from program participants and outreach attendance numbersdemonstrate the impact programs have on traditionally underserved community members.

Completed Fiscal Year End Date (m/d/yyyy) *4/30/2018

Operating Budget Summary

Expenses Previous FiscalYear

Current FiscalYear

Next FiscalYear

1. Personnel: Administrative $3,247,929 $4,434,207 $4,478,550

2. Personnel: Programmatic $4,526,443 $4,859,754 $4,908,352

3. Personnel: Technical/Production $1,571,477 $1,932,870 $1,952,198

4. Outside Fees and Services:Programmatic

$1,317,602 $1,272,312 $1,285,035

5. Outside Fees and Services: Other $834,204 $413,532 $417,667

6. Space Rental, Rent or Mortgage $1,066,251 $1,106,835 $1,117,903

7. Travel $427,340 $603,526 $609,561

8. Marketing $1,365,243 $1,458,215 $1,472,797

9. Remaining Operating Expenses $3,936,755 $3,819,847 $3,158,222

A. Total Cash Expenses $18,293,244 $19,901,098 $19,400,285

B. In-kind Contributions $293,688 $100,000 $100,000

C. Total Operating Expenses $18,586,932 $20,001,098 $19,500,285

Income Previous FiscalYear

Current FiscalYear

Next FiscalYear

10. Revenue: Admissions $5,192,720 $5,695,464 $5,752,419

11. Revenue: Contracted Services $675,754 $1,232,500 $545,000

12. Revenue: Other $2,020,391 $2,127,530 $2,148,805

13. Private Support: Corporate $252,778 $761,563 $769,179

14. Private Support: Foundation $2,299,227 $2,346,000 $2,369,460

15. Private Support: Other $8,182,848 $6,504,788 $6,569,836

16. Government Support: Federal $50,000 $50,000 $50,000

17. Government Support: State/Regional $49,684 $10,184 $150,000

18. Government Support: Local/County $828,901 $1,173,069 $1,045,586

19. Applicant Cash

D. Total Cash Income $19,552,303 $19,901,098 $19,400,285

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B. In-kind Contributions $293,688 $100,000 $100,000

E. Total Operating Income $19,845,991 $20,001,098 $19,500,285

Additional Operating Budget Information (optional) - (Maximum characters 500.)Use this space to provide the panel with additional detail or information about the operating budget. Forexample, if you have a budget deficit or there has been a large change in your operating budget compared withlast fiscal year.

EXPENSE:

01: Increased in current and next FY due to engaging high-level Directors.

03: Increased in current FY due to more stagehands for Midsummer Night’s Dream and 5 moreperformances of Nutcracker.

05: Previous year required Marketing, Development and Human Resources consultants to restructuredepartments.

07: Increase due to tours.

09.1: Increase in gala in-kind support for previous year.

REVENUE:

11: Increase in tours for current year.

13: Focus on increasing Corporate support in current year.

15: Private support increased in previous FY due to a $1.5 million campaign to enhance the capitalizationof MCB.

Paid Staff

Applicant has no paid management staff.

Applicant has at least one part-time paid management staff member (but no full-time)

Applicant has one full-time paid management staff member

Applicant has more than one full-time paid management staff member

Hours *

Organization is open full-time

Organization is open part-time

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G. Management and Proposal Budget Page 7 of 10

Rural Economic Development Initiative (REDI) Waiver *

Yes

No

Proposal Budget Expenses:Detail estimated proposal expenses in the budget categories listed below. Include only expenses thatspecifically related to the proposal. You can find a list of non-allowable and match only expenses athttp://dos.florida-arts.org/grants/guidelines/2017-2018.gps.guidelines.cfm#budget.

Personnel: Administrative *

# Description Grant Funds Cash Match In-Kind Match Total

1 Marketing $0 $518,427 $0 $518,427

2 Box Office $0 $424,168 $0 $424,168

3 Development $0 $1,032,265 $0 $1,032,265

4 Outreach $0 $207,969 $0 $207,969

5 School $0 $1,247,749 $0 $1,247,749

6 G & A $0 $1,047,972 $0 $1,047,972

Totals: $0 $4,478,550 $0 $4,478,550

Personnel: Programmatic *

# Description Grant Funds Cash Match In-Kind Match Total

1 Dancers $150,000 $3,354,418 $0 $3,504,418

2 Company and Artistic $0 $1,403,934 $0 $1,403,934

Totals: $150,000 $4,758,352 $0 $4,908,352

Personnel: Technical/Production *

# Description Grant Funds Cash Match In-Kind Match Total# Description Grant Funds Cash Match In-Kind Match Total

1 Production $0 $1,540,438 $0 $1,540,438

2 Wardrobe $0 $411,760 $0 $411,760

Totals: $0 $1,952,198 $0 $1,952,198

Outside Fees and Services: Programmatic *

# Description Grant Funds Cash Match In-Kind Match Total

1 Live Orchestra and Music $0 $883,707 $0 $883,707

2 Royalties, Fees, Licensing $0 $401,328 $0 $401,328

Totals: $0 $1,285,035 $0 $1,285,035

Outside Fees and Services: Other *

# Description Grant Funds Cash Match In-Kind Match Total

1 Medical/Physical Therapy $0 $68,285 $0 $68,285

2 Consulting and Other $0 $349,382 $0 $349,382

Totals: $0 $417,667 $0 $417,667

Space Rental (match only) *

# Description Cash Match In-Kind Match Total

1 Hall Rental $914,605 $0 $914,605

2 Warehouse $106,000 $0 $106,000

3 Admin/Studios $97,298 $0 $97,298

Totals: $1,117,903 $0 $1,117,903

Travel (match only) *

# Description Cash Match In-Kind Match Total

# Description Cash Match In-Kind Match Total

1 Program $609,561 $0 $609,561

Totals: $609,561 $0 $609,561

Marketing *

# Description Grant Funds Cash Match In-Kind Match Total

1 Advertising $0 $1,424,797 $0 $1,424,797

2 Public Relations $0 $48,000 $0 $48,000

Totals: $0 $1,472,797 $0 $1,472,797

Remaining Proposal Expenses *

# DescriptionGrant

FundsCash

MatchIn-KindMatch Total

1 Supplies/Equipment $0 $128,350 $0 $128,350

2 Wardrobe/Production $0 $557,713 $0 $557,713

3 Utilities $0 $94,000 $0 $94,000

4 School $0 $796,509 $0 $796,509

5 Trucking $0 $169,850 $0 $169,850

6 Development $0 $252,249 $0 $252,249

7 Boutique $0 $60,000 $0 $60,000

8 Admin: Postage, Printing,Dues/Subscriptions

$0 $101,683 $0 $101,683

9 Security $0 $89,563 $0 $89,563

10 Human Resource Expense $0 $4,400 $0 $4,400

Totals: $0 $2,806,822 $100,000 $2,906,822

3.

# DescriptionGrant

FundsCash

MatchIn-KindMatch Total

11 Insurance $0 $90,000 $0 $90,000

12 Facility/Equipment Service &Maintenance

$0 $462,505 $0 $462,505

13 In-kind: Iphone, Cleaners,Legal/Consulting Fees, Courier

$0 $0 $100,000 $100,000

Totals: $0 $2,806,822 $100,000 $2,906,822

Amount of Grant Funding Requested:$150,000

Cash Match:$18,898,885

In-Kind Match:$100,000

Match Amount:$18,998,885

Total Project Cost:$19,148,885

Proposal Budget Income:Detail the expected source of the cash match recorded in the expenses table in the budget categories listedbelow. Include only income that specifically relates to the proposal. The Proposal Budget income must equal theProposal Budget expenses.

Revenue: Admissions *

# Description Cash Match Total

1 Marketing: Ticket Sales $3,528,197 $3,528,197

2 Nutcracker Ticket Sales $2,224,222 $2,224,222

Totals: $0 $5,752,419 $5,752,419

Revenue: Contracted Services *

# Description Cash Match Total

1 Tours $545,000 $545,000

Totals: $0 $545,000 $545,000

Revenue: Other *

# Description Cash Match Total

1 School Tuition and Fees $1,941,755 $1,941,755

2 Other $207,050 $207,050

Totals: $0 $2,148,805 $2,148,805

Private Support: Corporate *

# Description Cash Match Total

1 Corporate: Grants and Sponsorships $769,179 $769,179

Totals: $0 $769,179 $769,179

Private Support: Foundation *

# Description Cash Match Total

1 Foundations $2,369,460 $2,369,460

Totals: $0 $2,369,460 $2,369,460

Private Support: Other *

# Description Cash Match Total

1 Special Events and Contributions $6,218,436 $6,218,436

Totals: $0 $6,218,436 $6,218,436

Government Support: Federal *

# Description Cash Match Total

Totals: $0 $50,000 $50,000

4.

# Description Cash Match Total

1 National Endowment for the Arts $50,000 $50,000

Totals: $0 $50,000 $50,000

Government Support: Local/County *

# Description Cash Match Total

1 County Grants: Miami-Dade, Broward andPalm Beach

$1,045,586 $1,045,586

Totals: $0 $1,045,586 $1,045,586

Total Project Income:$19,148,885

Proposal Budget at a Glance

Line Item Expenses Income %

A. Request Amount $150,000 $150,000 1%

B. Cash Match $18,898,885 $18,898,885 99%

Total Cash $19,048,885 $19,048,885 100%

C. In-Kind $100,000 $100,000 1%

Total Proposal Budget $19,148,885 $19,148,885 101%

Additional Proposal Budget Information (optional) - (Maximum characters 500.)Use this space to provide the panel with additional detail or information about the proposal budget. Forexample, if you have more in-kind than you can include in the proposal budget you can list it here.

MCB projects a program budget of $19,848,710 during 2019/20, reflecting continued stability andmanageable growth. The projected increase is attributed primarily to the acquisition and production ofAlexei Ratmansky's Swan Lake, which includes building new sets and costumes.

The largest single expense for any dance company is human capital -- MCB’s dancer roster currentlyincludes 51 Company members. 59% of the budget is applied to personnel; the majority of remainingexpenses are related to the artistic product (production, lighting, sound, live orchestra, licensing, theaterrental).

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2.

H. Accessibility Page 8 of 10

Describe how the facilities and proposal activities are accessible to all audiencesand any plans that are in place to improve accessibility. - (Maximum characters2500.) *For example, explain use of accessibility symbols in marketing materials, accessibility of facilities andprogramming and/or target population. You can find resources on accessibility athttp://dos.myflorida.com/cultural/info-and-opportunities/resources-by-topic/accessibility/. We encourage allapplicants to include images in the support materials showing the use of accessibility symbols in marketingmaterials.

MCB maintains a culture of inclusivity in all programming to reach individuals of diverse ages,backgrounds, and abilities. Free Ballet for Young People performances let 7,100+ youth experience liveballet while participating in interactive educational activities. MCB’s Complimentary Ticket Programdonates thousands of tickets to individuals assisted by senior centers, children’s hospitals, communitycenters, and human service organizations. Explore Dance provides 40+ Title 1 1st and 2nd gradestudents a full year of free, in-school dance classes. Ballet Bus gives 40 Title 1 school children everythingneeded to succeed at MCB School, including free bus transportation, full scholarships, and dance attire forup to a decade per child. In 2019/20, MCB will continue to strategically expand these programs to makeballet accessible and inviting to the widest possible audience.

MCB’s Box Office Manager and ADA Coordinator Matt Saurusaitis ensures ADA compliance to provide allpatrons with an inclusive, accommodating opportunity to enjoy live ballet. Mr. Saurusaitis has attendedKennedy Center’s Leadership Exchange in Arts and Disability Conference for nine years and representsMCB in the Florida Access Coalition for the Arts. His experience was instrumental in the completion of athorough evaluation of MCB’s facilities (guided by the NEA’s Section 504 Self-Evaluation Workbook) in2012 to ensure compliance and identify ways to improve MCB’s public spaces. MCB promptly addressedall identified areas of improvement, adding Braille signage, notating the availability of listening devices inBraille, and refurbishing of MCB’s accessibility ramp and sidewalk. During the summer of 2018, Mr.Saurusaitis will perform the self-evaluation to make certain MCB stays current in trends and requirements.

Each of MCB’s home venues is fully ADA compliant and will obligingly coordinate additional services forpatrons upon request. MCB offers sensory-friendly presentations of Ballet for Young People to makethe experience welcoming for children with Autism Spectrum Disorders or Sensory Processing Disorders,such as lowered volume and raised house lights.

MCB offers Touch Tours for patrons with visual impairments at select performances, giving them amemorable, tactile, discussion-guided backstage experience. Audio Described Performances areavailable at Nutcracker productions at all four MCB home-county venues (Miami-Dade, Broward, WestPalm and Collier Counties). These programs enrich the performance experience for individuals with visualimpairments, making the art from accessible and inviting to individuals of all backgrounds.

Policies and Procedures

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4.

Yes

No

Staff Person for Accessibility Compliance

Yes

No

If yes, what is the name of the staff person responsible for accessibilitycompliance?Matt Saurusaitis

Section 504 Self Evaluation

Yes, the applicant has completed the Section 504 Self Evaluation Workbook from the NationalEndowment for the Arts.

Yes, the applicant completed the Abbreviated Accessibility Checklist.

No, the applicant has not conducted an accessibility self-evaluation of its facilities and programs.

If yes, when was the evaluation completed?5/1/2012

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I. Attachments and Support Materials Page 9 of 10

Complete the support materials list using the following definitions.Title: A few brief but descriptive words. Example: "Support Letter from John Doe".Description: (optional) Additional details about the support materials that may be helpful to staff orpanelists. Identify any works or artists featured in the materials. For larger documents, please indicatepage number for DCA credit statement and/or logo.File: The file selected from your computer. For uploaded materials only. The following sizes and formatsare allowed.

Content Type Format/extension Maximum sizeImages .jpg or .gif 5 MBdocuments .pdf or .txt 10 MBaudio .mp3 10 MBvideo .mp4, .mov, or .wmv 200 MB

Required Attachment ListPlease upload your required attachments in the spaces provided. .

Substitute W-9 Form

File Name File Size Uploaded On View (opens in new window)

MCBSubstituteW9_2017.pdf 34 [KB] 5/29/2018 12:35:26 PM View file

Support materials (Optional)

File Title Description Size Type View(opensin newwindow)

MCB SeasonBrochure 2017-18.pdf

Miami City Ballet's 2017-18 Season brochurehighlights each program, along with venuedates. Page 15 contains the funder attributionstatement.

4672[KB]

View file

MCB Videos.pdf Videos from Miami City Ballet's 2017/18Season showcase the dancers' wide-rangingtalents and the Company's varied repertoire.

1383[KB]

View file

File Title Description Size Type View(opensin newwindow)

MCB Program FourBook.pdf

Miami City Ballet's Program 4 Booklet from the2017-18 season. Note: page 7 contains thefunder attribution statement. Page 32 highlightsfunder's cumulative giving to date.

3869[KB]

View file

MCB 5yr StrategicPlan.pdf

MCB's bottom line has grown stronger, thanksto the new strategic plan created in 2017 incollaboration with The Alford Group, with data-driven patron loyalty strategies developed inconsultation with TRG Arts.

2306[KB]

View file

MCB-Annual-Report-2017.pdf

In 2016/17, MCB solidified its path towardfinancial sustainability with sustained growth inboth earned and contributed revenue. Inaddition to achieving 98 percent of the annualsubscription unit goal, MCB received notablecontributions from individuals and foundations,which improved MCB’s fiscal performance.

6890[KB]

View file

MCB_BFYP_StudentPosterGuide .pdf

More than 7,100 children in South Florida Title1 Public Schools enjoyed free interactive MCBBallet For Young People performances andtook home educational guides that fold out intoa colorful poster.

5978[KB]

View file

MCB Board5.1.18.pdf

Under the astute guidance of Board Chair KristiJernigan, Miami City Ballet has dramaticallyimproved Board engagement, increased Boarddiversity to reflect South Florida’s variedcultures, and enhanced fundraising.

475[KB]

View file

MCB StaffOrganizationalChart.pdf

To strengthen administrative staff, fulfillorganizational needs and increase efficiency,MCB will add these full-time positions: dataspecialist, videographer, in-house PR, and aliaison to focus on MCB’s Palm Beachaudiences and programming.

194[KB]

View file

File Title Description Size Type View(opensin newwindow)

MCB Nutcracker BusShelters Arsht.pdf

Ads for MCB's new Nutcracker proudly displaylogos of generous philanthropic supporters,including The Florida Department of StateDivision of Cultural Affairs.

5155[KB]

View file

MCB Reviews2017to18.pdf

MCBReviews2017-18

MCB performances garnered rave reviews inthe 2017/18 season from The New York Times,The Wall Street Journal and other toppublications.

1903[KB]

View file

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J. Review & Submit Page 10 of 10

Review and Submit

I hereby certify that I am authorized to submit this application on behalf of Miami City Ballet, Inc. and thatall information indicated is true and accurate. I acknowledge that my electronic signature below shall havethe same legal effect as my written signature. I am aware that making a false statement or representation tothe Department of State constitutes a third degree felony as provided for in s. 817.155, F.S., punishable asprovided for by ss. 775.082, 775.083, and 775.084.

Guidelines Certification

I hereby certify that I have read and understand the guidelines and all application requirements for thisgrant program as outlined under section , Florida Statutes 265.286 and 1T-1.036, Florida AdministrativeCode.

Signature (Enter first and last name)Lourdes Lopez